Work Study

Work Study is the systematic

examination of the methods
of carrying out activities such
as to improve the effective use
of resources and to set up
standards of performance for
the activities carried out
Components of Work Study
Method Study
Method study is the process of subjecting
work to systematic, critical scrutiny to make it more
effective and/or more efficient.

It was originally designed for the analysis
and improvement of repetitive manual work but it
can be used for all types of activity at all levels of
an organisation.

It is one of the keys to achieving productivity
improvement.

Method Study Process
Select (the work to be studied);

Record (all relevant information about that work);

Examine (the recorded information);

Develop (an improved way of doing things);

Install (the new method as standard practice);

Maintain (the new standard proactive).
Time Study
A process for measuring the required time for
performing a given task, by a given method,
by a trained worker, working in a normal
pace.
Why needed?
For methods improvement


For determining time standards
Methods for Creating Time Standards
Direct time study
Cyclic work
Non cyclic work
Work sampling
Synthetic data
Predetermined times
Direct Time Study - Tools
Direct Time Study
Methods improvement
Selection of the examined workers
Explanation (union, managers, workers)
Collecting and recording information
Task division into elements
Methodology
Who to choose?
Select an Average Worker (What is average?)
Experienced operator
Normal pace
Consistency (well defined, understood by all)
No undue strain for entire day (speed/effort)
Pace that should be performed, not average of current rate
Rating accuracy
Worker acceptance
Can you suggest a better method?
Preparation for Timing
Identify the TASK/ CYCLE to be studied before time study
Analyze the Complete Task
Method
Layout of workplace
Equipment used
Environmental conditions
Machine speeds and feeds
Inspection equipment
Communications with foreman, workers
Documents for process, task instructions
Establish relationship
Elemental analysis
Break task into elements
Fundamental definitions
What is an ELEMENT?
Element is a component of job or task that
are logical divisions with easily identifiable
starting and end points, and are repeated
on a regular basis
What is a CYCLE?
Cycle is the completion of the activities
(elements) required to perform the job
under study.
Element Analysis
Every element must have an easily
identifiable starting and ending point
(breakpoints)
No discontinuities between elements
Elements times: 0.04min (short), 0.25min
(reasonable)
Relative frequency must be included
Timing Methods
Continuous
Advantage: Clock never stops, no time omitted
Disadvantage: observer does not know at the job
how individual elements vary
Snapback
Advantage: Observer can note individual
variability within an element and eliminate
substraction
Disadvantages: difficult to coordinate eye, watch
and task! Especially when operations are short
Determining Number of Cycles
Time measurement
Measuring time of
each element
The number of
observation of each
element depends on
the significance level
and required level of
accuracy
Primary time study
(normally 5 to 10
observation)
Examination of the
required number of
observations (N)
Continue study up to N
observations
Re-checking the required
number of observations (n)
N>=n
End the time study
N=n
No
Yes
Recommended number of
cycles/observations
Maytag Company Approach

Rules for Performing Time Study
Dont comment to the worker during the task
Stand (dont sit) beside the worker
Write every event (even though it may seems not
important)
Have a good position to observe
Stop the study if the worker seems to be under
pressure and it affects his/her work

Time Study On Cyclic Work
Rating evaluation may be written once in a
couple of cycles
Elements times: 0.04min (short), 0.25min
(reasonable)
Denoting non-cyclic elements
The breakpoint between elements should be
clear (touch, push, etc.).
Types of Elements
Manual/machine (determines the task
duration)
Cyclic/non cyclic
Fixed time/ variable time (i.e. loading time as
a function of weight)
Avoidable/unavoidable unproductive
elements (sometimes hard to identify)
Time Study on Non Cyclic Work
Use continuous timing
Divide the task into relatively large elements
Write the evaluated performance rate at the
end of each element
Multiply the observed time with the rate and
summarize the data
RATING FACTORS

Do we expect the average worker to
work in normal rating ?
Rating Evaluation Methods
Subjective judgment
Practice by watching movies
For a study with long elements, rate each
separately
Methods:
Speed rating
Westinghouse
Performance Rating Table (Westinghouse)
Criteria for Successful Speed
Rating Evaluation

Experience in the class of work performed
Selection of an operator who gives
performances between 85 and 115
Use of the average value of three or more
independent studies
Elements of Allowances
Normal
Time
Extra
Allowances
Unavoidable
Delays
Special Allowances
Constant
Allowances
Basic
Fatigue
Personal
Need
Variable
Fatigue
Avoidable
Delays
Standard
Time
Total Allowances Allowances
+ =
Standard Data Systems
Elemental times, based on previous time
studies, which have been proven to be
accurate and reliable.
Tabulated element standards that allow the
measurement of a specific job without the
use of timing devices.

Construction Cost Estimating
Given we have the plans for a
new building, how much labor is
needed and what will it be used
for?
Punch Press Standard Data
(40 strip)
Given we have a new part to run
through the punch press, what
will be the standard time for
the part?
Advantages Over Direct Time Study
More consistent standards results
Duplicate time studies on similar operations
are eliminated
Standards are established more rapidly
Less experienced analysts can calculate
standards (use the formula not develop it)
Accurate labor costs and production times
can be estimated before production begins
To Illustrate the development of
standard data
Model
Element 119 130 220 310 311 322 329
10 0.24 0.22 0.23 0.23 0.24 0.22 0.23
20 0.38 0.35 0.35 0.37 0.36 0.36 0.37
30 12.06 10.44 8.71 6.58 10.83 6.34 7.25
40 3.66 4.81 0.00 2.79 5.84 4.55 4.10
50 0.00 1.63 1.91 1.69 1.80 1.45 0.00
60 0.12 0.12 0.13 0.11 0.14 0.14 0.13
Possible Drivers
Model NT 3/4/5 D1 D2
119 15.72 18.00 27.25
130 16.88 23.50 33.50
220 10.62 2.50 1.50
310 11.06 3.00 7.25
311 18.47 25.00 44.00
322 12.34 12.00 18.25
329 11.35 3.00 8.00
0.00
2.00
4.00
6.00
8.00
10.00
12.00
14.00
16.00
18.00
20.00
0.00 10.00 20.00 30.00 40.00 50.00
Dimensions (D1 and D2 - inches)
T
i
m
e

3
0
/
4
0
/
5
0

(
H
r
s
/
1
0
0
0
)
D1
D2
Correlation

( )( )
( ) ( ) ( ) ( )
(

=


2
2
2
2
2
1
2
1
2 1 2 1
X X n X X n
X X X X n
r
Is there a relationship between D1 and the
combined time for elements 30, 40, and
50? n X1 X2 X1^2 X2^2 X1*X2
1 15.72 18.00 247.1184 324.00 282.96
2 16.88 23.50 284.9344 552.25 396.68
3 10.62 2.50 112.7844 6.25 26.55
4 11.06 3.00 122.3236 9.00 33.18
5 18.47 25.00 341.1409 625.00 461.75
6 12.34 12.00 152.2756 144.00 148.08
7 11.35 3.00 128.8225 9.00 34.05
Sums 96.44 87.00 1389.3998 1669.50 1383.25
r = 0.977
Linear Regression
Y = b
0
+ b
1
X
Y
X
( )( ) ( )
( ) ( )
( ) ( )
( ) ( )
2
2
1
2
2
2
0

=
X X n
Y X XY n
b
X X n
XY X Y X
b
Standard Times for Machining Operations
How long will it take
to drill a 1-inch hole
through two inches
of malleable cast
iron?